Podcast appearances and mentions of steve rice

In this episode of The Watering Hole, Rhett & Jager sat down to talk with Steve Rice of No Justice!Huge thank you to our sponsors for making what we do possible!CH Lonestar Promo & Tumbleweed Dancehall!No Justicehttps://www.facebook.com/band.nojustice/The Watering Hole Instagram @wateringholeofficialhttps://www.instagram.com/wateringholeofficial/

In this special Girls with Graft episode, we're spotlighting Fire Prevention Week with Phoenix Partner Summit Fire & Security! Rachel sits down with Steve Rice, a seasoned expert with years of experience as the Operations Manager of the Installation Department at Summit Fire & Security, to discuss all things commercial fire safety. Steve shares practical information on how Summit Fire & Security works with commercial spaces to design, install, and maintain fire systems. He provides valuable insights on prevention systems, the importance of routine safety checks, and what you need to know to stay safe in commercial spaces. Whether at work, staying at a hotel, or going out to eat, this episode equips you with critical information to help you be prepared and protect what matters most.Fire Prevention Week 2024This year's FPW campaign, “Smoke alarms: Make them work for you!™” strives to educate everyone about the importance of having working smoke alarms in the home. Learn more about FPW and how to keep you and your family safe by visiting: https://www.nfpa.org/events/fire-prevention-week   

Pursuit of Perfection: A Conversation with Steve Rice and Gavin Maloof of Tequila ComisarioIn this captivating episode of The Travel Wins, I sit down with Steve Rice and Gavin Maloof, the visionary forces behind California's very own Tequila Comisario. With a relentless drive to perfect the art of tequila-making, Steve and Gavin have worked tirelessly alongside master distillers to craft something truly extraordinary. From their deep-rooted passion for agave to their patented Tequila Comisario expressions, they're setting a new standard for what tequila can be.Tequila Comisario isn't just a drink; it's an experience that elevates the spirit and redefines connoisseurship. After just one sip, you'll find yourself seeking out perfection in every aspect of life. In this episode, we dive into the brand's creation, its commitment to quality, and the essence that makes Tequila Comisario stand out in a crowded market. With small-batch, handcrafted tequilas made from 100% all-natural, estate-grown agave, every bottle is a testament to the elegance, balance, and distinguished flavor that define the Tequila Comisario experience.Join us as we uncover the secrets behind their divine craftsmanship and discover how Tequila Comisario is turning first-time drinkers into lifelong connoisseurs. Whether you're a tequila aficionado or new to the world of agave spirits, this episode will leave you craving more. Welcome to Club Comisario, where passion and perfection meet in every pour!

About Michael Kurkowski I'm truly grateful to be able to do what I do everyday! After being an active athlete for most of my life, I found a passion for the health and fitness world early on. When I was 23 years old, I had a personal trainer, who taught me about functional movement training, and he asked if I was ever interested in pursuing a career in fitness. This started my journey of 15 years from personal training, to managing a team of 15 coaches, then building a studio with a great friend, to pivoting during Covid and creating multiple online training businesses and two podcasts. http://www.mystrengthconnection.com/ https://podmatch.com/hostdetail/1663100640545x590806995957614100 https://www.youtube.com/channel/UCPISQFKk7HHIwVyyeWCwE9g ------------------------------------------------------ About Austin Holmes This is Austin Holmes, President of Publicity For Good and CEO of Signal Raptor. Formerly served in Naval Special Operations as an EOD Team Leader at Mobile Unit Three. A graduate of UCF, passionate about entrepreneurship and freedom. I am currently leading the development of the PR software behind Project Raptor, Signal Raptor. https://www.signalraptor.com/ https://www.linkedin.com/in/aaustinholmes/ ------------------------------------------------------- About Steve Rice My business partner John Lamy and I are co-authors of the forthcoming book 'The Globally Conscious Leader', which is a practical and pragmatic approach to embedding globally conscious business practices and a culture of excellence and constant improvement into any organization. https://thegloballyconsciousleader.com/ https://www.linkedin.com/in/stevefrazierrice/ ------------------------------------------------------ When It Worked Podcast https://getoffthedamnphone.com/podcast

We met Steve and his son, Ryan, along with several others from the Nebraska Alfalfa Marketing Association at the Wichita Falls Ranch and Farm Expo in Texas. They were down as part of the relief efforts for the fires in the panhandle of Texas. 

We met Steve and his son, Ryan, along with several others from the Nebraska Alfalfa Marketing Association at the Wichita Falls Ranch and Farm Expo in Texas. They were down as part of the relief efforts for the fires in the panhandle of Texas. 

The Watering Hole In this episode of The Watering Hole, Rhett & Jager sat down to talk with Steve Rice of No Justice! Huge thanks to our sponsors Bad Brad's BBQ, Dead Wake Archery & Tumbleweed Dancehall for making it all possible.  No Justice https://www.facebook.com/band.nojustice/ GC&HM Media Instagram @guitarscowboyspod   https://instagram.com/guitarscowboyspod?igshid=

On this episode of the Modern Homesteading Podcast, Harold talks with Steve Rice about his journey into homesteading and his farm business growing flowers, elderberry, and fodder trees. The Modern Homesteading Podcast, Episode 231 Find the show notes and links mentioned at https://redemptionpermaculture.com/from-sowing-a-few-seeds-to-a-farm-business-guest-steve-rice/

Growing a business to a certain point is actually pretty easy.But expanding a business decade after decade requires something entirely different, and most leaders will plateau long before their company reaches its fullest potential. Today's guest is an absolute giant in his industry and has built a company that most could only dream of.  Dr. Steve Rice is a personal hero of mine, and he graciously agreed to unpack some of the most important lessons he and his team have learned after 35 years of continual, profitable growth. His advice isn't always conventional, but that's precisely why you need to hear it. Tune in to soak up some rare and wonderful wisdom from a humble CEO you definitely want to be like. Cheers,BWDo you have a marketing problem you'd like us to help solve? Send it to MavenMonday@FrankandMaven.com!Get a copy of our Best-Selling Book, The Maven Marketer Here: https://a.co/d/1clpm8a

Feature flags are much more than on/off switches to hide in-progress features. They separate releases from your deployments. They allow you to slowly roll out features to your user base. They give you access to easy A/B testing. Join Steve and Allen as they talk about the impressive capabilities of AWS AppConfig, a managed service that controls your feature flags and powers many of the AWS services. The two go over the types of feature flags, commonly seen anti-patterns, and how to implement them in your code. About Steve Steve is Principal Product Manager for AWS AppConfig, which is a feature flagging service that helps engineers move faster and more safely. His career has covered engineering and product management leadership roles at AWS, Coca-Cola, LivingSocial, and AOL, and has been using dynamic configuration to make things move faster for over a decade. He lives in the Northern Virginia area with his wife, kids, and two dogs. Links LinkedIn - https://www.linkedin.com/in/stevejrice AWS AppConfig - https://go.aws/awsappconfig --- Send in a voice message: https://podcasters.spotify.com/pod/show/readysetcloud/message Support this podcast: https://podcasters.spotify.com/pod/show/readysetcloud/support

Buckle up and hold on to this episode of My Drive - Prescott Area Weekly Update. Watch out for those round-a-bouts! LISTEN IN: >>>Elicia Morigeau and Guest host Steve Rice from Arizona Safe Keepers, lock Guy out of the Studio again!! This week they cover Prescott Valley Outdoor Summit, Safe Keeping, Prepping, Local Events, and New Sushi Poki Coming to Prescott Valley.Prescott AZ Kennel Club Dog ShowPrescott Cars & CoffeePrescott Film FestivalPrescott Highland Games and Celtic FaireMichelle Woods Becomes Only Female Motor Officer in Northern ArizonaVolunteers Install 85 Smoke Alarms in Prescott Valley NeighborhoodCougar Country Fall Issue is Now OnlineSushi Poki Comes to Prescott ValleyMY Drive is part of the CAST11 Podcast Network of Prescott. Check out the podcast network website with ALL the shows at: https://CAST11.com

Join me and my co-host Steve Rice as we test a new format created just for you. If you're a paint geek! This episode I'll introduce you to both Steve and our new format, starting you off with some tips for dealers about diversifying their businesses. And the one about my daughter Miranda. Join us for the laugh!

Mitch is joined by podcast host and Film Vaulter Bruce Purkey from CinemAddicts Podcast as they talk Movies, Film Vault, Anderson, and then run down their Top 5 Movies that Feel Like Homework (But Aern't) Mitch also starts the show off by reviewing two assigned movies, 2003's The Italian Job, assigned by Steve Rice of ⁠The Grass is Blue Podcast and the 2009 film Dogtooth assigned by Ant from The Hollywood Persona Podcast Email the show thefilmvaulters@gmail.com If you would like to be a guest, or have any comments or concerns The Film Vaulters on instagramThe Film Vaulters on FacebookThe Film Vaulters LinksThe Film Vaults LinksThe Film Vault Facebook Fan Group@mitchydaily on Twitter and Letterboxd@TheHollywoodPersona on Facebook and InstagramMore of Mitch's stuff on LinktreeJoin the CinemAddicts Facebook Group!Music done by Quinn Letendre . . . . Bruce's List: 1. Vertigo  2. Vampyre  3. Ace in the hole 4. Tin men barry levinson  5. Babette's feast

As a paint retailer it's hard to distinguish your stores from other retailers in the space, often leaving price and location as the only reason a customer favors you over S-W, HD or even another independent. To ensure I stood above THE crowd while calling on NY's industrial coatings users, I stood on my certification NACE Level III Coatings Inspector. THE strategy paying off to the tune of million's of dollars in additional sales over the course of my career. Almost all of which were at a higher GP than anything I was making selling Regal to NYC painters! Recent, industry veteran Steve Rice reached out to say hello and as we chatted it became clear that Steve had used NACE certification to advance his career in the same way I had and so I asked him to join me on a podcast so we could share the strategy which made us both so successful in the industrial coatings markets. Whether you're a small dealer looking to make your stores stand out in a crowded market or a larger retailer looking to grow industrial to what it should be, 30% of your total coatings sales, this episode is for you!

Mitch is joined by podcast host and Film Vaulter Steve Rice from The Grass is Blue Podcast as they talk Movies, Film Vault, and then run down their top 5 Heist Movies! Mitch also starts the show paying his assigned movie, 1972's What's up Doc, assigned by Jason Kleeburg of The Force Five Podcast You can find everything about Steve's podcast here at The Grass is Blue on Facebook Email the show thefilmvaulters@gmail.com The Film Vaulters on instagramThe Film Vaulters on FacebookThe Film Vaulters LinksThe Film Vaults LinksThe Film Vault Facebook Fan Group@mitchydaily on Twitter and Letterboxd@TheHollywoodPersona on Facebook and InstagramMore of Mitch's stuff on LinktreeJoin the CinemAddicts Facebook Group!Music done by Quinn Letendre

Welcome to Church Pew Sports Ep 104 - The Unscripted Story of Professional Wrestling Bet you didn't see this one coming, as we plunge into the world of professional wrestling on what might just be the most fun we've had in the history of the CPS Podcast. Joining us in studio is "Big Bad Wolf" Ace Evans to talk about his journey in the world of pro wrestling. We're also joined by WWE superfans Ryan Slocum and Steve Rice (also the CPS March Madness bracket champion) for their insights on Wrestlemania 39 and much more. This week's CPS Starting Host Lineup: Bill Hobson Pastor Paul Miller Ace Evans Ryan Slocum Steve Rice You can also listen to EVERY episode of CPS by visiting Churchpewsports.com/ We would love to hear your thoughts, comments, and questions. Reach out to us at: churchpewsports316@gmail.com Stay connected to Church Pew Sports on Facebook and Twitter @CPewsSports316        

Pastor James hands hosting responsibilities to the incomparable Steve Rice...and let's him ask whatever he wants! The results? Find out what Pastor James does during the week, what makes our staff so great, and how we've changed over time.  Learn more about JaxNaz Church at jaxnazchurch.com or, better yet, come to our Sunday services at 9:30 & 11:15a in-person or online at http://jaxnazchurch.online.FacebookInstagramYoutubeChurch Online

Bringing you a series of clips from our most popular episodes based on download from 2022. We revisit a solo episode from Dave Crysler on Process Mapping, Driving Growth through Systems, Leadership, and Culture with Steve Rice, and finally Lean Manufacuting with Sam Goebel.

In the second episode of The Hollywood Persona, Mitch is joined by his new Co-host Steve Rice! We discuss Steve's favorite movies, as well as several 2022 movies such as Barbarian, Troll, Don't Worry Darling, Smile, The Woman King, and many more. We also get to discuss Kirstie Alley's death as it is announced, and Rich's feelings on Football. Barbarian Spoilers from 33-37 minutes @TheHollywoodPersona on Facebook and Instagram @mitchydaily on Twitter and Letterboxd Steve's Podcast The Grass is BlueSteve on TwitterMore of Mitch's stuff on LinktreeJoin the CinemAddicts Facebook Group!Artwork done by Dominic M. Music done by Quinn Letendre

Sometimes, these relationships do NOT develop because of a lack of awareness about the potential. Other times these relationships do not develop simply because of scarcity thinking. Many real estate agents see property managers as competition instead of what could be one of their key Upstream Partners. In this episode, we talk with Steve Rice, licensed and managing broker and owner of a very innovative property management company, about the power this partnership can create.Links:Full episode with video, audio, timestamps and full transcription—Explore past episodes: thinkbiggerre.com/podcast/Download my international best-selling book, The Upstream Model, here: justinstoddart.com/freebookIf you enjoy the podcast, please leave us a short review on Apple Podcasts.  I love reading reviews and engaging with our community.Follow Justin:Instagram: instagram.com/justinstoddartFacebook: facebook.com/justincstoddartYouTube: youtube.com/c/justinstoddartRateThisPodcast.com/thinkbigger

Classic 80s Underground. Heavy Metal The Way It Was Meant To Be!

About Steve:Steve Rice is Principal Product Manager for AWS AppConfig. He is surprisingly passionate about feature flags and continuous configuration. He lives in the Washington DC area with his wife, 3 kids, and 2 incontinent dogs.Links Referenced:AWS AppConfig: https://go.aws/awsappconfig TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: This episode is sponsored in part by our friends at AWS AppConfig. Engineers love to solve, and occasionally create, problems. But not when it's an on-call fire-drill at 4 in the morning. Software problems should drive innovation and collaboration, NOT stress, and sleeplessness, and threats of violence. That's why so many developers are realizing the value of AWS AppConfig Feature Flags. Feature Flags let developers push code to production, but hide that that feature from customers so that the developers can release their feature when it's ready. This practice allows for safe, fast, and convenient software development. You can seamlessly incorporate AppConfig Feature Flags into your AWS or cloud environment and ship your Features with excitement, not trepidation and fear. To get started, go to snark.cloud/appconfig. That's snark.cloud/appconfig.Corey: Forget everything you know about SSH and try Tailscale. Imagine if you didn't need to manage PKI or rotate SSH keys every time someone leaves. That'd be pretty sweet, wouldn't it? With tail scale, ssh, you can do exactly that. Tail scale gives each server and user device a node key to connect to its VPN, and it uses the same node key to authorize and authenticate.S. Basically you're SSHing the same way you manage access to your app. What's the benefit here? Built in key rotation permissions is code connectivity between any two devices, reduce latency and there's a lot more, but there's a time limit here. You can also ask users to reauthenticate for that extra bit of security. Sounds expensive?Nope, I wish it were. tail scales. Completely free for personal use on up to 20 devices. To learn more, visit snark.cloud/tailscale. Again, that's snark.cloud/tailscaleCorey: Welcome to Screaming in the Cloud. I'm Corey Quinn. This is a promoted guest episode. What does that mean? Well, it means that some people don't just want me to sit here and throw slings and arrows their way, they would prefer to send me a guest specifically, and they do pay for that privilege, which I appreciate. Paying me is absolutely a behavior I wish to endorse.Today's victim who has decided to contribute to slash sponsor my ongoing ridiculous nonsense is, of all companies, AWS. And today I'm talking to Steve Rice, who's the principal product manager on AWS AppConfig. Steve, thank you for joining me.Steve: Hey, Corey, great to see you. Thanks for having me. Looking forward to a conversation.Corey: As am I. Now, AppConfig does something super interesting, which I'm not aware of any other service or sub-service doing. You are under the umbrella of AWS Systems Manager, but you're not going to market with Systems Manager AppConfig. You're just AWS AppConfig. Why?Steve: So, AppConfig is part of AWS Systems Manager. Systems Manager has, I think, 17 different features associated with it. Some of them have an individual name that is associated with Systems Manager, some of them don't. We just happen to be one that doesn't. AppConfig is a service that's been around for a while internally before it was launched externally a couple years ago, so I'd say that's probably the origin of the name and the service. I can tell you more about the origin of the service if you're curious.Corey: Oh, I absolutely am. But I just want to take a bit of a detour here and point out that I make fun of the sub-service names in Systems Manager an awful lot, like Systems Manager Session Manager and Systems Manager Change Manager. And part of the reason I do that is not just because it's funny, but because almost everything I found so far within the Systems Manager umbrella is pretty awesome. It aligns with how I tend to think about the world in a bunch of different ways. I have yet to see anything lurking within the Systems Manager umbrella that has led to a tee-hee-hee bill surprise level that rivals, you know, the GDP of Guam. So, I'm a big fan of the entire suite of services. But yes, how did AppConfig get its name?Steve: [laugh]. So, AppConfig started about six years ago, now, internally. So, we actually were part of the region services department inside of Amazon, which is in charge of launching new services around the world. We found that a centralized tool for configuration associated with each service launching was really helpful. So, a service might be launching in a new region and have to enable and disable things as it moved along.And so, the tool was sort of built for that, turning on and off things as the region developed and was ready to launch publicly; then the regions launch publicly. It turned out that our internal customers, which are a lot of AWS services and then some Amazon services as well, started to use us beyond launching new regions, and started to use us for feature flagging. Again, turning on and off capabilities, launching things safely. And so, it became massively popular; we were actually a top 30 service internally in terms of usage. And two years ago, we thought we really should launch this externally and let our customers benefit from some of the goodness that we put in there, and some of—those all come from the mistakes we've made internally. And so, it became AppConfig. In terms of the name itself, we specialize in application configuration, so that's kind of a mouthful, so we just changed it to AppConfig.Corey: Earlier this year, there was a vulnerability reported around I believe it was AWS Glue, but please don't quote me on that. And as part of its excellent response that AWS put out, they said that from the time that it was disclosed to them, they had patched the service and rolled it out to every AWS region in which Glue existed in a little under 29 hours, which at scale is absolutely magic fast. That is superhero speed and then some because you generally don't just throw something over the wall, regardless of how small it is when we're talking about something at the scale of AWS. I mean, look at who your customers are; mistakes will show. This also got me thinking that when you have Adam, or previously Andy, on stage giving a keynote announcement and then they mention something on stage, like, “Congratulations. It's now a very complicated service with 14 adjectives in his name because someone's paid by the syllable. Great.”Suddenly, the marketing pages are up, the APIs are working, it's showing up in the console, and it occurs to me only somewhat recently to think about all of the moving parts that go on behind this. That is far faster than even the improved speed of CloudFront distribution updates. There's very clearly something going on there. So, I've got to ask, is that you?Steve: Yes, a lot of that is us. I can't take credit for a hundred percent of what you're talking about, but that's how we are used. We're essentially used as a feature-flagging service. And I can talk generically about feature flagging. Feature flagging allows you to push code out to production, but it's hidden behind a configuration switch: a feature toggle or a feature flag. And that code can be sitting out there, nobody can access it until somebody flips that toggle. Now, the smart way to do it is to flip that toggle on for a small set of users. Maybe it's just internal users, maybe it's 1% of your users. And so, the features available, you can—Corey: It's your best slash worst customers [laugh] in that 1%, in some cases.Steve: Yeah, you want to stress test the system with them and you want to be able to look and see what's going to break before it breaks for everybody. So, you release us to a small cohort, you measure your operations, you measure your application health, you measure your reputational concerns, and then if everything goes well, then you maybe bump it up to 2%, and then 10%, and then 20%. So, feature flags allow you to slowly release features, and you know what you're releasing by the time it's at a hundred percent. It's tempting for teams to want to, like, have everybody access it at the same time; you've been working hard on this feature for a long time. But again, that's kind of an anti-pattern. You want to make sure that on production, it behaves the way you expect it to behave.Corey: I have to ask what is the fundamental difference between feature flags and/or dynamic configuration. Because to my mind, one of them is a means of achieving the other, but I could also see very easily using the terms interchangeably. Given that in some of our conversations, you have corrected me which, first, how dare you? Secondly, okay, there's probably a reason here. What is that point of distinction?Steve: Yeah. Typically for those that are not eat, sleep, and breathing dynamic configuration—which I do—and most people are not obsessed with this kind of thing, feature flags is kind of a shorthand for dynamic configuration. It allows you to turn on and off things without pushing out any new code. So, your application code's running, it's pulling its configuration data, say every five seconds, every ten seconds, something like that, and when that configuration data changes, then that app changes its behavior, again, without a code push or without restarting the app.So, dynamic configuration is maybe a superset of feature flags. Typically, when people think feature flags, they're thinking of, “Oh, I'm going to release a new feature, so it's almost like an on-off switch.” But we see customers using feature flags—and we use this internally—for things like throttling limits. Let's say you want to be able to throttle TPS transactions per second. Or let's say you want to throttle the number of simultaneous background tasks, and say, you know, I just really don't want this creeping above 50; bad things can start to happen.But in a period of stress, you might want to actually bring that number down. Well, you can push out these changes with dynamic configuration—which is, again, any type of configuration, not just an on-off switch—you can push this out and adjust the behavior and see what happens. Again, I'd recommend pushing it out to 1% of your users, and then 10%. But it allows you to have these dials and switches to do that. And, again, generically, that's dynamic configuration. It's not as fun to term as feature flags; feature flags is sort of a good mental picture, so I do use them interchangeably, but if you're really into the whole world of this dynamic configuration, then you probably will care about the difference.Corey: Which makes a fair bit of sense. It's the question of what are you talking about high level versus what are you talking about implementation detail-wise.Steve: Yep. Yep.Corey: And on some level, I used to get… well, we'll call it angsty—because I can't think of a better adjective right now—about how AWS was reluctant to disclose implementation details behind what it did. And in the fullness of time, it's made a lot more sense to me, specifically through a lens of, you want to be able to have the freedom to change how something works under the hood. And if you've made no particular guarantee about the implementation detail, you can do that without potentially worrying about breaking a whole bunch of customer expectations that you've inadvertently set. And that makes an awful lot of sense.The idea of rolling out changes to your infrastructure has evolved over the last decade. Once upon a time you'd have EC2 instances, and great, you want to go ahead and make a change there—or this actually predates EC2 instances. Virtual machines in a data center or heaven forbid, bare metal servers, you're not going to deploy a whole new server because there's a new version of the code out, so you separate out your infrastructure from the code that it runs. And that worked out well. And increasingly, we started to see ways of okay, if we want to change the behavior of the application, we'll just push out new environment variables to that thing and restart the service so it winds up consuming those.And that's great. You've rolled it out throughout your fleet. With containers, which is sort of the next logical step, well, okay, this stuff gets baked in, we'll just restart containers with a new version of code because that takes less than a second each and you're fine. And then Lambda functions, it's okay, we'll just change the deployment option and the next invocation will wind up taking the brand new environment variables passed out to it. How do feature flags feature into those, I guess, three evolving methods of running applications in anger, by which I mean, of course, production?Steve: [laugh]. Good question. And I think you really articulated that well.Corey: Well, thank you. I should hope so. I'm a storyteller. At least I fancy myself one.Steve: [laugh]. Yes, you are. Really what you talked about is the evolution of you know, at the beginning, people were—well, first of all, people probably were embedding their variables deep in their code and then they realized, “Oh, I want to change this,” and now you have to find where in my code that is. And so, it became a pattern. Why don't we separate everything that's a configuration data into its own file? But it'll get compiled at build time and sent out all at once.There was kind of this breakthrough that was, why don't we actually separate out the deployment of this? We can separate the deployment from code from the deployment of configuration data, and have the code be reading that configuration data on a regular interval, as I already said. So now, as the environments have changed—like you said, containers and Lambda—that ability to make tweaks at microsecond intervals is more important and more powerful. So, there certainly is still value in having things like environment variables that get read at startup. We call that static configuration as opposed to dynamic configuration.And that's a very important element in the world of containers that you talked about. Containers are a bit ephemeral, and so they kind of come and go, and you can restart things, or you might spin up new containers that are slightly different config and have them operate in a certain way. And again, Lambda takes that to the next level. I'm really excited where people are going to take feature flags to the next level because already today we have people just fine-tuning to very targeted small subsets, different configuration data, different feature flag data, and allows them to do this like at we've never seen before scale of turning this on, seeing how it reacts, seeing how the application behaves, and then being able to roll that out to all of your audience.Now, you got to be careful, you really don't want to have completely different configurations out there and have 10 different, or you know, 100 different configurations out there. That makes it really tough to debug. So, you want to think of this as I want to roll this out gradually over time, but eventually, you want to have this sort of state where everything is somewhat consistent.Corey: That, on some level, speaks to a level of operational maturity that my current deployment adventures generally don't have. A common reference I make is to my lasttweetinaws.com Twitter threading app. And anyone can visit it, use it however they want.And it uses a Route 53 latency record to figure out, ah, which is the closest region to you because I've deployed it to 20 different regions. Now, if this were a paid service, or I had people using this in large volume and I had to worry about that sort of thing, I would probably approach something that is very close to what you describe. In practice, I pick a devoted region that I deploy something to, and cool, that's sort of my canary where I get things working the way I would expect. And when that works the way I want it to I then just push it to everything else automatically. Given that I've put significant effort into getting deployments down to approximately two minutes to deploy to everything, it feels like that's a reasonable amount of time to push something out.Whereas if I were, I don't know, running a bank, for example, I would probably have an incredibly heavy process around things that make changes to things like payment or whatnot. Because despite the lies, we all like to tell both to ourselves and in public, anything that touches payments does go through waterfall, not agile iterative development because that mistake tends to show up on your customer's credit card bills, and then they're also angry. I think that there's a certain point of maturity you need to be at as either an organization or possibly as a software technology stack before something like feature flags even becomes available to you. Would you agree with that, or is this something everyone should use?Steve: I would agree with that. Definitely, a small team that has communication flowing between the two probably won't get as much value out of a gradual release process because everybody kind of knows what's going on inside of the team. Once your team scales, or maybe your audience scales, that's when it matters more. You really don't want to have something blow up with your users. You really don't want to have people getting paged in the middle of the night because of a change that was made. And so, feature flags do help with that.So typically, the journey we see is people start off in a maybe very small startup. They're releasing features at a very fast pace. They grow and they start to build their own feature flagging solution—again, at companies I've been at previously have done that—and you start using feature flags and you see the power of it. Oh, my gosh, this is great. I can release something when I want without doing a big code push. I can just do a small little change, and if something goes wrong, I can roll it back instantly. That's really handy.And so, the basics of feature flagging might be a homegrown solution that you all have built. If you really lean into that and start to use it more, then you probably want to look at a third-party solution because there's so many features out there that you might want. A lot of them are around safeguards that makes sure that releasing a new feature is safe. You know, again, pushing out a new feature to everybody could be similar to pushing out untested code to production. You don't want to do that, so you need to have, you know, some checks and balances in your release process of your feature flags, and that's what a lot of third parties do.It really depends—to get back to your question about who needs feature flags—it depends on your audience size. You know, if you have enough audience out there to want to do a small rollout to a small set first and then have everybody hit it, that's great. Also, if you just have, you know, one or two developers, then feature flags are probably something that you're just kind of, you're doing yourself, you're pushing out this thing anyway on your own, but you don't need it coordinated across your team.Corey: I think that there's also a bit of—how to frame this—misunderstanding on someone's part about where AppConfig starts and where it stops. When it was first announced, feature flags were one of the things that it did. And that was talked about on stage, I believe in re:Invent, but please don't quote me on that, when it wound up getting announced. And then in the fullness of time, there was another announcement of AppConfig now supports feature flags, which I'm sitting there and I had to go back to my old notes. Like, did I hallucinate this? Which again, would not be the first time I'd imagine such a thing. But no, it was originally how the service was described, but now it's extra feature flags, almost like someone would, I don't know, flip on a feature-flag toggle for the service and now it does a different thing. What changed? What was it that was misunderstood about the service initially versus what it became?Steve: Yeah, I wouldn't say it was a misunderstanding. I think what happened was we launched it, guessing what our customers were going to use it as. We had done plenty of research on that, and as I mentioned before we had—Corey: Please tell me someone used it as a database. Or am I the only nutter that does stuff like that?Steve: We have seen that before. We have seen something like that before.Corey: Excellent. Excellent, excellent. I approve.Steve: And so, we had done our due diligence ahead of time about how we thought people were going to use it. We were right about a lot of it. I mentioned before that we have a lot of usage internally, so you know, that was kind of maybe cheating even for us to be able to sort of see how this is going to evolve. What we did announce, I guess it was last November, was an opinionated version of feature flags. So, we had people using us for feature flags, but they were building their own structure, their own JSON, and there was not a dedicated console experience for feature flags.What we announced last November was an opinionated version that structured the JSON in a way that we think is the right way, and that afforded us the ability to have a smooth console experience. So, if we know what the structure of the JSON is, we can have things like toggles and validations in there that really specifically look at some of the data points. So, that's really what happened. We're just making it easier for our customers to use us for feature flags. We still have some customers that are kind of building their own solution, but we're seeing a lot of them move over to our opinionated version.Corey: This episode is brought to us in part by our friends at Datadog. Datadog's SaaS monitoring and security platform that enables full stack observability for developers, IT operations, security, and business teams in the cloud age. Datadog's platform, along with 500 plus vendor integrations, allows you to correlate metrics, traces, logs, and security signals across your applications, infrastructure, and third party services in a single pane of glass.Combine these with drag and drop dashboards and machine learning based alerts to help teams troubleshoot and collaborate more effectively, prevent downtime, and enhance performance and reliability. Try Datadog in your environment today with a free 14 day trial and get a complimentary T-shirt when you install the agent.To learn more, visit datadoghq/screaminginthecloud to get. That's www.datadoghq/screaminginthecloudCorey: Part of the problem I have when I look at what it is you folks do, and your use cases, and how you structure it is, it's similar in some respects to how folks perceive things like FIS, the fault injection service, or chaos engineering, as is commonly known, which is, “We can't even get the service to stay up on its own for any [unintelligible 00:18:35] period of time. What do you mean, now let's intentionally degrade it and make it work?” There needs to be a certain level of operational stability or operational maturity. When you're still building a service before it's up and running, feature flags seem awfully premature because there's no one depending on it. You can change configuration however your little heart desires. In most cases. I'm sure at certain points of scale of development teams, you have a communications problem internally, but it's not aimed at me trying to get something working at 2 a.m. in the middle of the night.Whereas by the time folks are ready for what you're doing, they clearly have that level of operational maturity established. So, I have to guess on some level, that your typical adopter of AppConfig feature flags isn't in fact, someone who is, “Well, we're ready for feature flags; let's go,” but rather someone who's come up with something else as a stopgap as they've been iterating forward. Usually something homebuilt. And it might very well be you have the exact same biggest competitor that I do in my consulting work, which is of course, Microsoft Excel as people try to build their own thing that works in their own way.Steve: Yeah, so definitely a very common customer of ours is somebody that is using a homegrown solution for turning on and off things. And they really feel like I'm using the heck out of these feature flags. I'm using them on a daily or weekly basis. I would like to have some enhancements to how my feature flags work, but I have limited resources and I'm not sure that my resources should be building enhancements to a feature-flagging service, but instead, I'd rather have them focusing on something, you know, directly for our customers, some of the core features of whatever your company does. And so, that's when people sort of look around externally and say, “Oh, let me see if there's some other third-party service or something built into AWS like AWS AppConfig that can meet those needs.”And so absolutely, the workflows get more sophisticated, the ability to move forward faster becomes more important, and do so in a safe way. I used to work at a cybersecurity company and we would kind of joke that the security budget of the company is relatively low until something bad happens, and then it's, you know, whatever you need to spend on it. It's not quite the same with feature flags, but you do see when somebody has a problem on production, and they want to be able to turn something off right away or make an adjustment right away, then the ability to do that in a measured way becomes incredibly important. And so, that's when, again, you'll see customers starting to feel like they're outgrowing their homegrown solution and moving to something that's a third-party solution.Corey: Honestly, I feel like so many tools exist in this space, where, “Oh, yeah, you should definitely use this tool.” And most people will use that tool. The second time. Because the first time, it's one of those, “How hard could that be out? I can build something like that in a weekend.” Which is sort of the rallying cry of doomed engineers who are bad at scoping.And by the time that they figure out why, they have to backtrack significantly. There's a whole bunch of stuff that I have built that people look at and say, “Wow, that's a really great design. What inspired you to do that?” And the absolute honest answer to all of it is simply, “Yeah, I worked in roles for the first time I did it the way you would think I would do it and it didn't go well.” Experience is what you get when you didn't get what you wanted, and this is one of those areas where it tends to manifest in reasonable ways.Steve: Absolutely, absolutely.Corey: So, give me an example here, if you don't mind, about how feature flags can improve the day-to-day experience of an engineering team or an engineer themselves. Because we've been down this path enough, in some cases, to know the failure modes, but for folks who haven't been there that's trying to shave a little bit off of their journey of, “I'm going to learn from my own mistakes.” Eh, learn from someone else's. What are the benefits that accrue and are felt immediately?Steve: Yeah. So, we kind of have a policy that the very first commit of any new feature ought to be the feature flag. That's that sort of on-off switch that you want to put there so that you can start to deploy your code and not have a long-lived branch in your source code. But you can have your code there, it reads whether that configuration is on or off. You start with it off.And so, it really helps just while developing these things about keeping your branches short. And you can push the mainline, as long as the feature flag is off and the feature is hidden to production, which is great. So, that helps with the mess of doing big code merges. The other part is around the launch of a feature.So, you talked about Andy Jassy being on stage to launch a new feature. Sort of the old way of doing this, Corey, was that you would need to look at your pipelines and see how long it might take for you to push out your code with any sort of code change in it. And let's say that was an hour-and-a-half process and let's say your CEO is on stage at eight o'clock on a Friday. And as much as you like to say it, “Oh, I'm never pushing out code on a Friday,” sometimes you have to. The old way—Corey: Yeah, that week, yes you are, whether you want to or not.Steve: [laugh]. Exactly, exactly. The old way was this idea that I'm going to time my release, and it takes an hour-and-a-half; I'm going to push it out, and I'll do my best, but hopefully, when the CEO raises her arm or his arm up and points to a screen that everything's lit up. Well, let's say you're doing that and something goes wrong and you have to start over again. Well, oh, my goodness, we're 15 minutes behind, can you accelerate things? And then you start to pull away some of these blockers to accelerate your pipeline or you start editing it right in the console of your application, which is generally not a good idea right before a really big launch.So, the new way is, I'm going to have that code already out there on a Wednesday [laugh] before this big thing on a Friday, but it's hidden behind this feature flag, I've already turned it on and off for internals, and it's just waiting there. And so, then when the CEO points to the big screen, you can just flip that one small little configuration change—and that can be almost instantaneous—and people can access it. So, that just reduces the amount of stress, reduces the amount of risk in pushing out your code.Another thing is—we've heard this from customers—customers are increasing the number of deploys that they can do per week by a very large percentage because they're deploying with confidence. They know that I can push out this code and it's off by default, then I can turn it on whenever I feel like it, and then I can turn it off if something goes wrong. So, if you're into CI/CD, you can actually just move a lot faster with a number of pushes to production each week, which again, I think really helps engineers on their day-to-day lives. The final thing I'm going to talk about is that let's say you did push out something, and for whatever reason, that following weekend, something's going wrong. The old way was oop, you're going to get a page, I'm going to have to get on my computer and go and debug things and fix things, and then push out a new code change.And this could be late on a Saturday evening when you're out with friends. If there's a feature flag there that can turn it off and if this feature is not critical to the operation of your product, you can actually just go in and flip that feature flag off until the next morning or maybe even Monday morning. So, in theory, you kind of get your free time back when you are implementing feature flags. So, I think those are the big benefits for engineers in using feature flags.Corey: And the best way to figure out whether someone is speaking from a position of experience or is simply a raving zealot when they're in a position where they are incentivized to advocate for a particular way of doing things or a particular product, as—let's be clear—you are in that position, is to ask a form of the following question. Let's turn it around for a second. In what scenarios would you absolutely not want to use feature flags? What problems arise? When do you take a look at a situation and say, “Oh, yeah, feature flags will make things worse, instead of better. Don't do it.”Steve: I'm not sure I wouldn't necessarily don't do it—maybe I am that zealot—but you got to do it carefully.Corey: [laugh].Steve: You really got to do things carefully because as I said before, flipping on a feature flag for everybody is similar to pushing out untested code to production. So, you want to do that in a measured way. So, you need to make sure that you do a couple of things. One, there should be some way to measure what the system behavior is for a small set of users with that feature flag flipped to on first. And it could be some canaries that you're using for that.You can also—there's other mechanisms you can do that to: set up cohorts and beta testers and those kinds of things. But I would say the gradual rollout and the targeted rollout of a feature flag is critical. You know, again, it sounds easy, “I'll just turn it on later,” but you ideally don't want to do that. The second thing you want to do is, if you can, is there some sort of validation that the feature flag is what you expect? So, I was talking about on-off feature flags; there are things, as when I was talking about dynamic configuration, that are things like throttling limits, that you actually want to make sure that you put in some other safeguards that say, “I never want my TPS to go above 1200 and never want to set it below 800,” for whatever reason, for example. Well, you want to have some sort of validation of that data before the feature flag gets pushed out. Inside Amazon, we actually have the policy that every single flag needs to have some sort of validation around it so that we don't accidentally fat-finger something out before it goes out there. And we have fat-fingered things.Corey: Typing the wrong thing into a command structure into a tool? “Who would ever do something like that?” He says, remembering times he's taken production down himself, exactly that way.Steve: Exactly, exactly, yeah. And we've done it at Amazon and AWS, for sure. And so yeah, if you have some sort of structure or process to validate that—because oftentimes, what you're doing is you're trying to remediate something in production. Stress levels are high, it is especially easy to fat-finger there. So, that check-and-balance of a validation is important.And then ideally, you have something to automatically roll back whatever change that you made, very quickly. So AppConfig, for example, hooks up to CloudWatch alarms. If an alarm goes off, we're actually going to roll back instantly whatever that feature flag was to its previous state so that you don't even need to really worry about validating against your CloudWatch. It'll just automatically do that against whatever alarms you have.Corey: One of the interesting parts about working at Amazon and seeing things in Amazonian scale is that one in a million events happen thousands of times every second for you folks. What lessons have you learned by deploying feature flags at that kind of scale? Because one of my problems and challenges with deploying feature flags myself is that in some cases, we're talking about three to five users a day for some of these things. That's not really enough usage to get insights into various cohort analyses or A/B tests.Steve: Yeah. As I mentioned before, we build these things as features into our product. So, I just talked about the CloudWatch alarms. That wasn't there originally. Originally, you know, if something went wrong, you would observe a CloudWatch alarm and then you decide what to do, and one of those things might be that I'm going to roll back my configuration.So, a lot of the mistakes that we made that caused alarms to go off necessitated us building some automatic mechanisms. And you know, a human being can only react so fast, but an automated system there is going to be able to roll things back very, very quickly. So, that came from some specific mistakes that we had made inside of AWS. The validation that I was talking about as well. We have a couple of ways of validating things.You might want to do a syntactic validation, which really you're validating—as I was saying—the range between 100 and 1000, but you also might want to have sort of a functional validation, or we call it a semantic validation so that you can make sure that, for example, if you're switching to a new database, that you're going to flip over to your new database, you can have a validation there that says, “This database is ready, I can write to this table, it's truly ready for me to switch.” Instead of just updating some config data, you're actually going to be validating that the new target is ready for you. So, those are a couple of things that we've learned from some of the mistakes we made. And again, not saying we aren't making mistakes still, but we always look at these things inside of AWS and figure out how we can benefit from them and how our customers, more importantly, can benefit from these mistakes.Corey: I would say that I agree. I think that you have threaded the needle of not talking smack about your own product, while also presenting it as not the global panacea that everyone should roll out, willy-nilly. That's a good balance to strike. And frankly, I'd also say it's probably a good point to park the episode. If people want to learn more about AppConfig, how you view these challenges, or even potentially want to get started using it themselves, what should they do?Steve: We have an informational page at go.aws/awsappconfig. That will tell you the high-level overview. You can search for our documentation and we have a lot of blog posts to help you get started there.Corey: And links to that will, of course, go into the [show notes 00:31:21]. Thank you so much for suffering my slings, arrows, and other assorted nonsense on this. I really appreciate your taking the time.Steve: Corey thank you for the time. It's always a pleasure to talk to you. Really appreciate your insights.Corey: You're too kind. Steve Rice, principal product manager for AWS AppConfig. I'm Cloud Economist Corey Quinn and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this podcast, please leave a five-star review on your podcast platform of choice along with an angry comment. But before you do, just try clearing your cookies and downloading the episode again. You might be in the 3% cohort for an A/B test, and you [want to 00:32:01] listen to the good one instead.Corey: If your AWS bill keeps rising and your blood pressure is doing the same, then you need The Duckbill Group. We help companies fix their AWS bill by making it smaller and less horrifying. The Duckbill Group works for you, not AWS. We tailor recommendations to your business and we get to the point. Visit duckbillgroup.com to get started.Announcer: This has been a HumblePod production. Stay humble.

Steve Rice shares several stories relating to driving growth through systemization, leadership, and culture. Steve shares the knowledge he has obtained throughout his 30+ year career working with Manufacturing & CPG companies in various advisory and operational roles. We dive into where to start when you want to drive growth, best practices learned, how to differentiate through sustainability, and so much more! Show Links: https://www.linkedin.com/in/stevefrazierrice/ https://www.linkedin.com/company/the-globally-conscious-leader/ https://www.linkedin.com/company/dotcomjungle/ https://www.dotcomjungle.com/ https://thegloballyconsciousleader.com/ Episode Chapters: 02:35 - Where should you start? 08:55 - What KPI's should be in place? 17:43 - What are some best practices? 29:09 - How does the Globally Conscious Leader fit in? 39:19 - Differentiating through a sustainability strategy

Decades of experience and £10s of millions of properties purchased, developed and invested in.    Today's episode is a short mashup montage where several past guests give us their top lessons and takeaways from their valuable insights into the property industry.   Fiona Talbot- #73 (The 3 different pathways of property investing)   Stuart Scott- #77 (The fundamentals of adding value)   Katrina Jones- #79  ("Don't hamster wheel it")   Immanuel Ezekiel- #76  (Should you pay for education?)   Steve Rice- #26  (What does good look like?)   Jack Jiggens- #81 (Shares a £26,000 lesson).   Enjoy!   ***************   JOIN OUR FREE ACCOUNTABILITY GROUP   For investors looking to push themselves to the next level. To register your interest in our free exclusive accountability group, simply email or DM me "accountability 2.0" and we'll send you the details.   GET IN CONTACT.   Email- raj@propertyinvesting2-0.com   Linkedin: https://www.linkedin.com/in/raj-chengadu-11381b69/       *Disclaimer* As always, the content in this episode is for informational and entertainment purposes only and are the views of the host and guests. This information is NOT financial advice. Please speak to a professional advisor and do your own due diligence when looking to invest in property and business.

Message from Steve Rice on August 7, 2022

Dr. Steve Rice is the team leader for church consulting and revitalization for the Kentucky Baptist Convention. Dr. Rice shares his experience with conflict resolution, the advice that he would give to a church in need of revitalization, and much more.

In this episode of The Faces of Business, Damon Pistulka, Steve Rice, and John Lamy will talk about driving business success with an advisory board. Steve Rice is the founder of Dotcomjungle helps manufacturers make and implement wise technology choices. John Lamy is a Principal Consultant at Lamy Consulting helping CEOs and GMs make sense of crazy situations.   Damon, Steve, and John have served on advisory boards before and together.  They discuss how an advisory board can help your organization go farther faster and achieve better results.   Thanks for taking the time to listen today.   Find Damon Pistulka on LinkedIn talking about life & building businesses you can sell or succeed.    On Twitter as @dpistulka with inspiration and sharing thoughts.    Find out more about Damon when he's not working.  @dpistulka on Instagram, or Damon Pistulka on Facebook.      More information on building businesses you can sell or succeed and the Exit Your Way method on our website   View our blog page for this episode here.   Email us for more information info@exityourway.com

Technology has changed a lot and has helped humans perform their activities easier. As a result, businesses have recognized technology as an opportunity for growth. In this episode, our guest Steve Rice shares his view on the different aspects of companies that can bring more progress and success to their respective products or services. Steve has a wide range of skills and experience and can reach into the dispersed corners of businesses and bring them all together. Of course, the right system, culture, and people all contribute to success, but Steve shares the methodology and philosophy he follows to make all these things work. Listen and find out what these core concepts are!

Meet Steve Steve is the founder of The Globally Conscious Leader & Dotcomjungle. His ability to absorb information about brands, strategies, and technologies, then impart their context and opportunities in simple language, has proved invaluable as a trusted advisor to owners & CEOs. His use of Spousal KPI is a humorous, effective way to help executives develop healthy lifestyles & thriving businesses. Dotcomjungle is his technology team supporting companies in making and implementing wise technology choices. Why do you talk about 'Spousal KPI' and 'River KPI', and why does it matter? I came across this because in my work as a trusted adviser with owners and executives of CPG companies, oftentimes the question is how do I measure effectiveness? I found that what's true is that the executives that end up getting to know me and that I work with, need someone like me, because they're lonely, frankly. They might have a set of managers inside their business or a Board of Directors, but they're still sitting alone at the top of that heap. When you're someone who's made something with your hands, and it's somewhere along the line said, "Gosh, if I sold these to people, I can make a lot of money," which is a lot of what manufacturing is the United States, you have an ownership responsibility and an emotional stake in the company than someone who's an executive of let's say North Face, doesn't have. So you go home every night to your spouse and you often take the emotions of that day with you. So with Spousal KPI, what I try to do is I say I want to meet your wife or I want to meet your husband, and we're going to go to dinner because I want them to know that if you're happy when you come home, that their life is going to be better and if that's what's true, then I've done my job. So the KPI is the key performance indicator and as I said, if you have a better relationship with your spouse because you're not bringing home all the crappy stuff that happened that day, and dumping it on their table, then I'm doing my job. The other one, the River KPIs, I happen to be a fisherman and I like standing in the river and I know when my businesses are going well, I spend more time in the river and I get better ideas when I'm standing in the river, and I come home refreshed and go to work refreshed. That's where those come from and I say it with a smile on my face, but they're very real because you change the lifestyle of the owner and you often change the culture and the lifestyle of all the people who work in the company as well. How do you go about discovering the underlying needs of your business and how do you turn that into actionable value? Well, this is more thinking along the lines of what my trusted advisership leads to which is often bringing in Dotcomjungle, which is my technology arm to understand the true challenges that are happening in a company. The first thing is you have to ask that question of what's going wrong with your business, or where do you think the struggles are? The main answer to that question is something that we like to call engaging your MBWA, which is different than an MBA, it's management by walking around. We work with a lot of manufacturers and as I said, they're usually salt-of-the-earth folks who invented something with their hands and 20 years later, they're the CEO of a $40 million company that's shipping to Home Depot and Cabela's. That management by walking around is something that a lot of executives kind of forget, and part of it is just the nature of a company. As you grow, you build up a team of people who are workers who do the stuff, they do the shipping, you got the janitor, you have somebody answering the phone, and eventually, you have managers, and then you have managers of managers. What gets left behind is that MBWA, and the typical example would be, let's say a company that is worth 120 million. They have an executive management team that includes the CMO, the CTO, the CFO, the President of Operations, maybe the shipping manager, the supply chain person, and the CEO, and lets they have a question like, we think we need to update our ERP. Well, the natural thing for those folks to do is say, Well, I have three people or two people working under me, and under those people, 18 people are doing the work so they think about it as a flagpole. I bet that I'm at the top of the flagpole so I'm going to move down the flagpole to the next person and I'm gonna say, let me know what we need for an ERP and then that next person is going to then talk to their 18 people and say, give us all the feedback of what you want. What gets lost is that no one's going and sitting next to those 18 people, walking up to them (this is the MBWA) and sitting next to them and watching them work for a day and saying, "Why did you do that? What did you expect to happen? What is it that you would rather have happened?" If you get into what some people call the five why's, you have to ask why five times before you get to the real answer. In a certain way, that answer answers the second half of the question like how do you turn those into actionable items? Because if you're on that executive board, and either you or someone you truly trust, maybe the person that reports to you goes down and talks to those 18 people, the actionable items become clear. You don't even have to know technology, or systems, or people if you know that you should ask why five times, because they'll tell you. So sometimes people look at what we do like it's magic and it's not. If you own a company, whether its manufacturer or not, you actually want to know what's going on, it's not trite to say, Go talk to the stakeholders who are actually using your systems and see what they're doing. Go hang out with the shipping team for a day, and help them. Go hang out with your sales team and watch what they do and ask them what their frustrations are. You won't get better answers from other people who are trying to ask those questions that you will if you ask them yourself, and you will create a better culture for your company if you do that.  How do leadership, communication, and technology becoming HR issues (and vice versa) in most businesses? Everywhere I go, people love to do good work and if you give them good systems that measure the right things and allow them to succeed, they're going to be really happy working for you. It doesn't matter how much you pay them, to some extent. I don't mean to minimize how much someone should get paid, because we need to pay people well, but happiness matters, and a feeling of success is one of the most important things about happiness. So conversely, if you have systems and processes that people have to trudge through, and they don't feel successful, and especially if you give them sales goals that are incommensurate to the ability of the systems to support, and they feel like they can't hit their sales goals because they're hampered by technology, you're gonna have a bunch of unhappy people and it doesn't matter how much you pay. We all know people who left jobs for lower-paying positions somewhere where they just knew they'd be way happier. That's how technology becomes an HR issue and vice versa. Most companies look at HR, it's a department and the HR's job is to provide the legal framework to hire people, and fire people, and then they sit in their silo. But HR means human resources, and the humans don't stop existing once they've been hired and then start existing again when the HR has to deal with them and get rid of them if something crazy is going on like they're drinking on the job or just underperforming. True HR happens every single day, inside the culture of the company. The technology supports that, the goals of the company support that, the way people talk to each other supports that, so they're all interconnected. Can you share with our listeners one of your most successful or favorite networking experiences that you've had? Gosh, I've had a lot of painful moments too when it comes to networking. I am a naturally gregarious person, but I also have a lot of hesitations about networking, direct marketing, and meeting people that I have never met before. At the same time, in the last 30 years, what I've realized is that the relationships that I've built in the past and the ones I'm going to build in the future are really important. I've come to learn that I'm no longer afraid to cold call somebody if I have a real reason to cold call them. I don't really ever make cold calls, I make warm calls, and I and I do not have a traditional sales funnel. So when everybody out there is thinking about this, they might be thinking about, lead magnets and sales funnels and people getting warmed up, I don't do any of that. I come out of the outdoor industry and in the world of Patagonia, North Face, rock climbing, mountaineering, skiing, snowboarding, all that fun, active stuff. I was a fishing guide in my youth, I was a rock climbing and mountaineering instructor, I've been a hard goods buyer for outdoor stores, I've owned an outdoor store, I've worked with a ton of consumer products goods inside the outdoor industry and the some of the relationships that I have there go back 30 years. Some of the people who own the larger sales repping organizations in the Pacific Northwest used to be dirtbag rock climbers that I climbed with. We were sleeping in our tracks, not taking showers, and climbing 12 hours a day together back in 1992. I have learned through those relationships that there are a lot more people I don't know than I do know. One of the success stories I would say is part of my personality is what led me to form The Globally Conscious Leader. It's different than having a business like Dotcomjungle, like when I call somebody and say, "Hey, my name is Steve from Dotcomjungle," I wouldn't blame anybody if they held up the phone, because they don't know what that means. But when I call somebody and say, "This is Steve from the globally conscious leader," and there's somebody from the outdoor industry, which by its very nature, cares about global responsibility, cares about circular supply chain, circular economy thinking, cares about the longevity of the product, repairability of product, the right to repair as a legal concept, they're very likely to say, "Oh, that's interesting, what can I do for you?" The success is that it has given me a lot more confidence in just calling up someone. So recently, I had somebody recommended me. It was somebody I've known for about 30 years and all he said to the other person was, "You need to call Steve, he's legendary!" So I asked him, why he called me, and he said, Well, Mike said you were legendary," He said that he saw everything that I do and that he was lonely and needed somebody to talk to. So that was a situation where, like I said, because of the name, The Globally Conscious Leader, the person who's making the recommendation didn't even have to tell him why he should call me, and it turns out, there are maybe five different things that can help that person with.  How do you stay in front of and best nurture your community? I'm always working on that and I think that changes a lot. Right now, I think for what I do, LinkedIn is a really great place for me to be. It's a good place where I can develop my persona, and I'm fortunate that my persona is just me and I don't have to pretend to be something else. The challenge is finding time to be myself. So part of what I'm learning is that if I could just be on phone calls with you and 50 other people every week, not only would I have more fun, I'd have a better Spousal KPI, I'd sleep better, and I make the connections I need that would not just bring me business, but I bring a lot of value to businesses and that's what brings me joy. So nurturing those relationships through LinkedIn and making connections via live chat and I grill people, I find out how long they've been married, how many kids they have, where they were born. We talk about a lot of stuff before we even talk about business. What advice would you offer the business professionals looking to grow their network? Two things: In a protective way, watch out for groups of social networks that aren't really going to service you. At the same time, you really have to be open to everyone who connects with you, because you don't really know until you get to know them, whether they're going to be helpful or not. Every time I get judgmental about somebody in a social network, especially LinkedIn because I get anywhere between two and 15 connection requests a day. If I get judgmental, and say, No, I usually find out later that that was somebody that I should have just said yes to. So I really do say yes to everyone on LinkedIn, that now connects to me and I've also learned that the more I do for other people, the more they do for me so I'd say, don't be afraid of communities of people who do similar things to you. They could bring you into a community and it'd be easy to look at that group of folks and say that there are all these people and none of them are my customers. Well, it turns out they all work with people that are my customers, and what I provide is so unique that those folks who are very likely to recommend me to their customers, as an adjunct to what they're doing. Likewise, speaking specifically about manufacturing as an example, if I want to talk to manufacturers, the best thing I could do is actually go to a manufacturers conference or get in touch with the manufacturing extension program which are in every state, because they're already talking to my customers all the time and they're looking for people like me who can educate their folks. In so doing, what I'm going to do is get those folks to know me, trust me, like me, and then they're going to give me a call. So take those networks seriously, and don't be afraid of them and support them, and eventually, they'll support you. If you could go back to your 20-year-old self, what would you tell yourself to do more or less of or differently with regards to your professional career? I think I would say don't be afraid to step out and start a business now. For those of us who've never started a business, whether it's consulting or another business, it can often seem like a scary thing. My wife kind of heckled me about this. Because once I started one, and I was all of a sudden starting more and more, and partnering with people and trying some things. So she was like, "Can you stop making business and just focus on the ones that you have?" Well, they're all interrelated and each one special! So I'd say Don't, don't be afraid to take that step and create a company, even if you have to work your company and your job to make it happen. That's that would be the advice I'd give myself. Do you have any final words of advice to offer our listeners with regards to growing and supporting your network? I like to say be fearless and be kind. Don't be afraid to reach out to people. You'd be surprised how many people actually will be receptive to you if you truly want to help.    Connect with Steve:  LinkedIn: https://www.linkedin.com/in/stevefrazierrice/  Phone #: 541-821-2733

In this The Faces of Business Episode, our guest speaker was Steve Rice. Steve is the Founder of Dotcomjungle. In addition, he is also the Strategic Technical Architect for his company.  Dotcomjungle helps company increase the technology effectiveness in their businesses.  Steve teaches his clients how management by walking around (MBWA) can be used to ensure technology is being used efficiently. You can find out more about us on our website You can visit our blog page for this episode Email us for more information info@exityourway.us

Paid advertising could make a massive difference to your pipeline and bottom line if done right. It could also help you optimize your organic search campaigns as you would have access to detailed insights into your customer journeys and customer behaviors. But mastering paid advertising is easier said than done. It requires you to make the entire journey congruent, starting from what users are trying to search on google to the design and architecture of your website.In today's episode, we have our guest, Steve Rice, who discusses why congruence is the most important factor to optimize product category architecture, navigation, user experience, customer journeys, and campaign design. He also explains how pay-per-click campaigns can help gather insights to improve overall traffic. Finally, he shares several stories where he could improve the contribution margin by making everything congruent.  For more information on growth strategies for SMBs using ERP and digital transformation, visit our community at wbs.rocks or elevatiq.com. To ensure that you never miss an episode of the WBS podcast, subscribe on your favorite podcasting platform.

In this episode I sit down with Steve Rice. He is a local accounting professor and for years has dreamed of shaking up education. So, he started the Humanitas Project which has a mission "to transform education through innovative thinking centered around what it means to be fully human.” Check out The Boardman Review Podcast Collective- https://www.theboardmanreview.com For more about Cold Shower check out our page or find us on Instagram. We offer Podcast Episodes, blog posts, and podcast production. Links below! Cold Shower Website- https://www.coldshowermedia.com Instagram- https://www.instagram.com/coldshowermedia/ Facebook- https://www.facebook.com/coldshowermedia Twitter- https://twitter.com/coldshowerpod YouTube- https://www.youtube.com/channel/UCwGhxrQY8m1QjXF-PA0j1wg?view_as=subscriber If you want to start your own podcast and are interested in our help then send an email to taylor@coldshowerpodcast to discuss your potential project!

This week, reporter Steve Rice meets the SA man who helped foil a deadly terror attack in the heart of Sydney's CBD in August 2019 using nothing more than a milk crate and pure courage.  See omnystudio.com/listener for privacy information.

Steve Rice is an experienced full time property investor and developer. Steve has been investing in property for over 15 years and has an extensive background in the construction industry, from troubleshooting on sites to quantity surveying and development. In this episode, we dive into the things he wishes he knew starting out in property. The good, the bad and the ugly side of property investing. He shares his top lessons from an extensive career. The mistakes he made and the skills that helped him persist and stay on track. We discuss the 70:20:10 rule and how it can help investors focus on a select few strategies and avoid the shiny pennies. Enjoy! ********** Reach out and tell us what you want to hear more of on the podcast. Email- raj@propertyinvesting2-0.com     

How to Stay Running For Life:  Special Collaborative Episode!   This week’s guests are a little different from our usual guests such as Olympian Jared Wade or top race director Dave McGillivray of the Boston Marathon or yoga instructor Adina Crawford to name a few. The athletes in this podcast aren’t household names but still impact lots of runners. They’re founders of some of the top Facebook running groups around the world and they have agreed to collaborate on this special episode.   Facebook is a great platform for runners around the world to interact, share advice, and build virtual communities, which is especially important during these times. Coach Claire joined several of these Facebook running groups to try to find out what members were discussing and what questions the runners had.    For this episode, Coach Claire decided to focus on advice for how to keep running for as long as possible, and so asked each of the guests the same question: What do you include in your running routine that will help ensure you are running for life?   The responses were great. Each guest had something a little bit different to say, and all of it is good advice that will hopefully help keep you running and motivated for life. So get ready for six guests, one question, various accents, and some great answers coupled with Coach Claire’s expert commentary!  Question All Guests Are Asked:   What do you include in your running routine that will help ensure you are running for life? Guests:   06:06  Karen Guttridge, Running Like A Wrinkly   08:30  Andy Jones-Wilkins, East Coast Trail and UltraRunners   11:50  Fred Scraire, Running Motivation Club   14:35  Mindy Bayless, Trail Sisters Asheville   16:14  Ken Michal, UltraRunning and Running Stupid   18:26  Steve Rice, Runners Helping Runners Take a Listen on Your Next Run! Want more awesome interviews and advice? Subscribe to our iTunes channel Mentioned in this podcast: RunnersConnect Free Virtual Training Summit, Dec. 10-13 Runners Connect Winner's Circle Facebook Community RunnersConnect Facebook page claire@runnersconnect.net https://www.precisionhydration.com/ Guest Facebook Groups   Running Like a Wrinkly East Coast Trail and UltraRunners Running Motivation Club Trail Sisters Asheville, NC UltraRunning Running Stupid Runners Helping Runners We really hope you’ve enjoyed this episode of Run to the Top. The best way you can show your support of the show is to share this podcast with your family and friends and share it on your Facebook, Twitter, or any other social media channel you use. The more people who know about the podcast and download the episodes, the more I can reach out to and get top running influencers, to bring them on and share their advice, which hopefully makes the show even more enjoyable for you!  

The Message Of The Week Vision: Each One, Reach One NEW CHRISTIAN LIFE CHURCH 3945 Boynton Beach Road Boynton Beach, Fl 33436 561-736-7828 --- Send in a voice message: https://anchor.fm/newchristianlifechurch/message

PASTORS' CHOICE 3 || "Unexpected" (2 Kings 5), by Steve Rice, August 16, 2020. Visit summitwestolive.org for more info about SUMMIT CHURCH in West Olive, MI.

Mr. Steve Rice is dedicated to making an impact on Arkansas! With his podcast, the Landing Pad, he is showing the Natural State in a new light. Along with his podcast, he currently teaches entrepreneurship at ASMSA, a local, boarding school.Our Actual Website: https://www.aimingforthemoon.com/

A discussion about the metaphor of church planting with the Rev. Tom Carter. Article referenced by the Rev. Dr. Steve Rice: http://www.ritualnotes.com/reflections/2020/4/14/when-this-is-over

The Message Of The Week Vision: Each One, Reach One NEW CHRISTIAN LIFE CHURCH 3945 Boynton Beach Road Boynton Beach, Fl 33436 561-736-7828 --- Send in a voice message: https://anchor.fm/newchristianlifechurch/message

2 Chronicles 20, August 25, 2019, Steve Rice, Special Guest-Lay Person, harvestwestolive.org, FERVENT PRAYER, #04

From the mid-2000’s until 2013, the Stillwater, OK band, No Justice, was a well-known name in the Texas Country and Red Dirt Music Scene.  Within a few short years of taking their show on the road they had become regulars at all the notable venues within the genre and had even joined the long list of artists within the “Live at Billy Bob’s” series, with their 2007 release. Frontman, Steve Rice, and the rest of the band, were playing up to 250 show annually; paying the dues it takes to make it and establish yourself as a group that isn’t just dabbling. Then, in 2013, the band hung it up. In this interview with Steve, he goes deep into his near fatal health scare, which ultimately led to his decision to stop touring in 2013 and take his life in a new direction.  As one might expect, and as he recounts, his decision to stop playing wasn’t welcome news for everyone associated with No Justice.  However, his near-death experience didn’t leave any room for wavering, and his decision didn’t change. After re-grouping and moving his family closer to other loved ones, life went on.  Steve still loved music and it remain within him, even though he used the years following the break-up of No Justice to work on other things in his life. And then, the opportunity to play again as No Justice happened.  After some phone calls to band-mates and nailing down some specific criteria to the next evolution of No Justice, the group was back. While Steve insists that they won’t be touring as heavily as they used to, they’ll take the gigs they want and release the music they choose to and when.  Their current single “More to Live For” is hitting the airwaves and can be found through your favorite streaming service. All their upcoming tour dates can be found by clicking HERE.  Listen in as Carly and I catch up with an old friend from yesteryear, Mr. Steve Rice! Don’t forget about the upcoming 610 Music Festival.  For more information you can go to: 610 Music Festival on Facebook.  For tickets click HERE! Listen via:’ The Troubadour Podcast Website Apple Podcasts Google Play Spotify Stitcher Podbean

In this episode of Entre Ed Talk, Amber and Toi interview, Arkansas entrepreneurial educator, speaker, and business community and coding leader, Steve Rice. Tune in to hear about his classroom methods and journey through the education realm. Support the show (http://www.entre-ed.org/envest/donate-now/)

In this episode, Steve Rice shares so much goody goody goodness, from his experience of being laid off and everything that goes along with that which led him into new opportunities to giving you practical techniques to escape the fear of uncertainty that we all face from time to time. He talks about living in the space between stimulus and reaction and taking the next visible step, all to enhance your life through uncertainty. He teaches us to create momentum and recognize opportunities through the space of possibilities.   Visit http://iescapenormal.com for more information, fly gear, and show notes.

Lawn Kings With Steve Rice On The SCV Local Podcast

God responded to Job, and those who were listening, with a series of rhetorical questions. After quieting a storm at sea the disciples asked a deeper rhetorical question, “who is this?” Paul invites us to keep looking and asking questions until we see God, face to face. Lessons: Job 38:1-11, 1 Corinthians 13:9-12, Mark 4:35-41.   

Steve Rice shares about Jesus' birth and how He brought Joy, Hope and Love to the world that first Christmas.

Steve Rice shares from Rev. 21:1 & 2 about the home we believers have to look forward to, Heaven.

53:20 clean Stepping Out With Confidence and Clarity steve@truespiritualawakening.com (Steve Rice)

15:15 no steve@truespiritualawakening.com (Steve Rice)